Component Plans - New Jersey Air National Guard

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Core Planning Area 1: Mission

“Victory smiles upon those who anticipate the changes in the character of war, not upon those who wait to adapt themselves after the changes occur.”
Giulio Douhet

Throughout the duration of the Future Reach Plan, a U.S. military confrontation with a peer competitor is considered somewhat unlikely. Regardless of what experts forecast, the NJANG must be ready to counter and mitigate an array of potential threats, ensure peace and stability abroad and safeguard the homeland. The current transformation movement within the Department of Defense presents the NJANG with hard choices about mission and force structure.

Decisions must eventually be made concerning the balance between Federal and State missions, relinquishing legacy platforms, acquiring new technologies and weapon systems, preserving the citizen-airman culture, understanding the implications of remaining relevant, and how to embrace transformation in a zero-sum environment. Air Expeditionary Force (AEF) and homeland defense requirements will further challenge the NJANG.

Potential transformational missions lie in new homeland defense roles such as general purpose alert and air sovereignty with precision strike - a capability ultimately derived from expeditionary capabilities. Homeland Defense includes continental air and missile defense, maritime and land defense, and protection of military headquarters and operations. The NJANG is playing a vital role in protecting and preserving critical national centers of gravity.

Objective
Support American global interests and enhance homeland security by leveraging New Jersey Air National Guard joint capabilities, unique demographics and strategic location.

Strategies
· Position the NJANG to pursue, compete for and transition to follow-on missions for both the fighter and heavy model aircraft.
· Seek sunrise missions and other emerging transformational opportunities, i.e., Northeast Joint Homeland Defense Operations Center, UAV/UCAV, Space Defense, Civil Support Team, Information Warfare or Airborne Laser.
· Use deliberate planning and the pursuit of new and emerging missions to retain our current multi-talented work force.
· Seek Homeland Defense and Military Support to Civil Authorities (MSCA) roles congruent with federal mission requirements.

Core Planning Area 2: Force Structure

“The times change and we change with them.”
Lothair from Owen’s Epigrammata

The NJANG is entering a period of mission re-balancing, Base Realignment and Closure-Efficient Facilities Initiative (BRAC-EFI) and transformation. Mission is a determining factor in what equipment, facility funding, and staffing allocations an organization receives. The NJANG must posture itself to be competitive for sunrise missions and associated force structure. All NJANG force structure ultimately flows from the Air Force.

Educating public officials is a time-tested practice; however, engaging the people responsible for the programmatic nuts and bolts is becoming equally important. Involvement in the ANG and USAF corporate processes can build effective partnerships through weapon system coalitions and Integrated Process Teams (IPT). The NJANG must aggressively promote its vision and aspirations in the areas of Missions and Force Structure. Single mission or specific platform advocacy may unintentionally limit flexibility and available alternatives. Restrictive budgets will no longer allow the replacement of older aircraft manufactured in the 1950’s, 60’s, 70’s and 80’s with state-of-the-art systems on a one-for-one basis.

Objective
Influence Air Force and Air National Guard force structure planning, programming and budgeting to ensure the New Jersey Air National Guard remains a ready, reliable and relevant force supporting state and federal missions.

Strategies
· Make and keep NJANG weapon systems viable as new mission opportunities arise.
· Actively engage in Air Force and ANG corporate processes to ensure the continued relevancy of NJANG force structure.
· Ensure NJANG Unit Type Code (UTC) structures remain relevant under AEF, Wartime, Global War on Terrorism (GWOT), and Homeland Defense tasks.
· Educate elected officials, community leaders and New Jersey National Guard members to become stakeholders in force structure processes.

Core Planning Area 3: Human Resources

“If we should have to fight, we should be prepared to do so from the neck up instead of from the neck down.”
General Jimmy Doolittle

The most enduring and valued asset of the NJANG is its people. Attracting and holding onto bright, motivated, patriotic, and technologically savvy individuals who subscribe to a spirit of service will demand a multifaceted, long-term investment strategy.

The next 10 years will present significant recruitment, retention and end-strength challenges. Force composition could conceivably change to reflect the feasibility of non-traditional members with special skills, flexible seasonal work schedules and privatization. Civilians and contractors will fill gaps in non-warfighting skill areas created by force structure realignments.

Strength and relevance are inexorably linked. Strength is more than filling slots; it is deft and comprehensive people management. A well-implemented investment strategy – producing the right people with the right qualities - will make the future envisioned for the NJANG by this plan, a reality.

Objective
Identify, recruit, develop and retain a diverse work force that is community-based and ensures successful accomplishment of New Jersey Air National Guard missions.

Strategies
· Recruit and retain quality airmen, representative of our communities, to achieve and sustain 100% strength.
· Refine and implement innovative strategies to keep the NJANG viable in a competitive employment environment.
· Aggressively promote employer support programs that enhance proactive relationships between employers, guardsmen, and the NJANG.
· Ensure family support programs address quality of life issues, job satisfaction, and long-term retention.

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